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Rob Parson was a star producer in Morgan Stanley's Capital Markets division. He had been recruited from a competitor the prior year and had generated substantial revenues since joining the firm. Unfortunately, Parson's reviews from the 360-degree performance evaluation process revealed that he was having difficulty adapting to the firm's culture. His manager, Paul Nasr, faces the difficult decision of whether to promote Parson to managing director. Nasr must also complete Parson's performance evaluation summary and conduct Parson's performance review.

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This Video Short accompanies this case and can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.

Alan Tripp, founder of SCORE!, and Rob Waldron, president of SCORE! in 2000, talk about their relationship and how they work together.

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This case is accompanied by a Video Short for Premium Educators to show in class. To watch the video or display to students, click on the video icon.

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John Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. Mack and his senior team undertake initiatives in order to transform the culture and working style of the firm from individualistic to team-oriented. The case provides detailed information about Morgan Stanley's existing culture and systems as well as the kinds of changes that it hopes to make. Morgan Stanley views the human resource management systems as a tool for attaining strategic objectives.

learning objective:

To allow students to explore and evaluate the principles of strategic human resources management, develop awareness of 360 degrees performance evaluation, appreciate the importance of establishing evaluation criteria, and see performance appraisal as a tool for supporting larger organizational goals.

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Describes Rob Waldron's actions upon assuming leadership of SCORE! Educational Centers, an after-school tutoring enterprise. Examines the issue of acquiring and growing a small, self-owned company into a professional organization. Focuses on the steps Waldron takes to address a growing employee morale problem. Concludes with Waldron deciding whether or not to alter the company's recruiting strategy. Includes SCORE! background material. A rewritten version of an earlier case.

learning objective:

To expose students to issues of change, growth, human resource systems, corporate culture, and leadership in a small, self-owned company becoming a preofessional organization.

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David Thomas takes his first sales management assignment and is faced with a sales rep revolt because of a possible territory reorganization. In addition, his sales division is performing well below the national average. Rewritten version of an earlier case.

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Describes Rob Waldron's actions upon assuming leadership of SCORE! Educational Centers, an after-school tutoring enterprise. Examines the issue of acquiring and growing a small, self-owned company into a professional organization. Focuses on the steps Waldron takes to address a growing employee morale problem. Concludes as Waldron must decide whether or not to alter the company's recruiting strategy.

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